If employee experience is making sure that the people in the organization are put at the center, then it already shares a natural affinity with change management. This is part two, a continuation of an earlier blog post, which detailed the Viva modules as we know them today and what the future holds. In this post, we'll explore how that set of tools is perfect for helping our organizations to manage change.
First of all, let's clarify that change management in this context refers to the people side of change, not change control, the process of managing technology changes that are pushed to production. I like to say, "Technical change is human change . . . every time." The best designed software or most exquisitely planned process is only as good as our ability to understand it and see value in learning it.
Change managers, using methodologies like ProSci or CCMP complement project managers and IT resources to drive faster adoption, higher utilization, and greater efficiency. In ProSci, we have a model representing how individuals experience change, called ADKAR.
A - Awareness of the need to change and what the change impacts will be.
D - Desire to participate in and support the change knowing its value
K - Knowledge of how to successfully use new tools or processes
A - Ability to implement the new behaviors and fully adopt the change
R - Reinforcement to sustain the change over time
While there are a number of aspects of a person's job that can be impacted with technology changes in an organization, I think we can boil this down to three simple elements - mindset, toolset, and skillset. To make change initiatives successful, we need to alter the way we think about the work we're doing and how new technology can help us. We need to learn the ins and outs of the new tools so we can develop proficiency. We need to develop the skills over time to make the changes work to our benefit.
To help us implement these changes, ProSci recommends 5 levers of change management. These are also called "pillars" or "plans." The term "levers" speaks to me the most, because these are the mechanisms we can use to get successful change momentum started.
Using these levers well relies on us first preparing for and planning for successful change. The 3-phase process recommended by ProSci is shown on the right.